Sie sind auf Seite 1von 17

STRATEGIC HUMAN

RESOURCE MANAGEMENT

PRIYA TALWAR
SHALINI SINGH
MANISHA GAUTAM
TAJINDER KAUR
SOURABH HARJA

HUMAN RESOURCE
MANAGEMENT
HRs focus is on attraction, retention, and
motivation of employees
In many organizations, employees are key to
creation of sustainable competitive advantage
Q: For Wal-Mart, in what way does HR
contribute to creation of sustainable competitive
advantage?

HRS TOUGHEST
CHALLENGES FOR 2006
Ensuring compliance w/ federal and state
employment laws
Retaining talent in an improving economy
Managing performance
Developing leadership
Dealing w/ rising health care costs

LISTENING TO HRS CRITICS


Quantify

dollars

people-management results into

Productivity

of workforce
Cost of vacant position
Cost of keeping bad manager
Dollar impact of hiring and keeping top
performers vs. average ones in mission-critical
jobs

Adopt
Not

fact-based decision-making

I think or I believe but I know re: cause


and effect
Causes of turnover
What motivates workers to produce more
Which HR actions can turn business unit around

EFFECTIVE HR STRATEGY
FORMULATION AND
IMPLEMENTATION
Organizational
Organizational
Strategies
Strategies

Fit

Consistency

Consistency

Fit

Organizational
Organizational
Characteristics
Characteristics

Environment
Environment

Consistency

HR Strategies

Fit

Improved
Improved
Firm
Firm
Performance
Performance

Fit
Consistency

Organizational
Organizational
Capabilities
Capabilities

SELECTED HR STRATEGIES THAT FIT


PORTERS THREE MAJOR TYPES OF
BUSINESS STRATEGIES
Business
Strategy

Common Organizational
Characteristics

Overall
cost
leadership

Sustained capital
investment and access
to capital
Intense supervision of
labor
Tight cost control
requiring frequent,
detailed control reports
Low-cost distribution
system
Structured organization
and responsibilities
Products designed for
ease in manufacture

HR Strategies
Efficient production
Explicit job descriptions
Detailed work planning
Emphasis on technical
qualifications and skills
Emphasis on job-specific
training
Emphasis on job-based
pay
Use of performance
appraisal as a control
device

SELECTED HR STRATEGIES THAT FIT


PORTERS THREE MAJOR TYPES OF
BUSINESS STRATEGIES
Business
Strategy

Common Organizational
Characteristics

Differentiation

Strong marketing
abilities
Product engineering
Strong capability in
basic research
Corporate reputation for
quality or technological
leadership
Amenities to attract
highly skilled labor,
scientists, or creative
people.

HR Strategies
Emphasis on innovation
and flexibility
Broad job classes
Loose work planning
External recruitment
Team-based training
Emphasis on individualbased pay
Use of performance
appraisal as
development tool

WOMEN VS. WAL-MART

Wal-Mart culture built on inspirational leadership, autonomy, trust


Bring Ekes into org, convert them to principles: respect for individual, customer service,
excellence, and imperative to buy and sell at lowest price possible

But practices also may create barriers, e.g., job posting


Wal-Mart famous for promotion from within more than two-thirds of managers started
as hourly Ekes
Hourly job posted within stores, but until current suit, Co had never posted openings for
management training positions
Not the Wal-Mart way, thought to be too bureaucratic
Wal-Mart way was to trust that store mngrs will promote those who merit promotion
Co now also developing formula for pay increases based on evaluation ratings,
experience, and other factors to make raises more uniform

Another aspect of culture which may create barrier is willingness to move for the job
Single mother Asset Manager involved in litigation moved nine times in eight years across
three states

Key for Wal-Mart is making processes fair without losing culture that makes it special

BIG RETAILERS FACE OVERTIME


SUITS AS BOSSES DO MORE
WORK
HOURLY
Retailers such as Wal-Mart,
RadioShack, Dollar General facing lawsuits

accusing them of using low-level managers to do work of non-managers in


order to avoid paying overtime
Suits claim little difference between job duties of hourly ees and asst mngrs, esp
nighttime asst mangers (glorified stockers)
RadioShack mangers required to work at least 52 hrs/wk

Under FLSA, mngrs may be entitled to overtime if more than 40% of their
time is not spent supervising or if jobs dont include decision making

Wal-Mart tries to hold labor costs to 8% of sales, cf. 9-10% on average at other
large-store retailers
Alleged that to stay within budget, Wal-Mart district mangers have encouraged
store managers to send hourly ees home before shift is over, then asst mangers (who
are required to work at least 48 hrs/wk) may stay on job for as much as 75 hrs/wk to
cover
Portion of store manager compensation is annual bonus pegged to store profit

IN AD BLITZ, WAL-MART
COUNTERS PUBLIC IMAGE AS
HARSH
EMPLOYER
Wal-Mart bought full-page ad space in January 2005 in
more than 100 newspapers nationwide

Co said ads are attempt to set record straight on labor issues

Its becoming clear that we have to do more and be more aggressive


in telling our story. The purpose is to be proactive and initiate
debate.
New web site: www.walmartfacts.com

Amid criticism of labor practices, in 2004 Co initiated


new wage structure to increase pay of some hourly Ees,
created 40-person compliance team to ensure labor
laws adhered to and diversity goals met

Also linked percentage of executive bonuses to certain diversity


goals

THE WEGMANS WAY


Wegmans

labor costs run between 15%


and 17% of sales, cf. 12% for most
supermarkets
Annual turnover rate is 6%, cf. 19% for
grocery chains w/ similar number of stores
Industrys annual turnover costs can
exceed entire profits by more than 40%
Gallup survey found that over one-month
period, shoppers who were emotionally
connected to supermarket spent 46% more
than shoppers who were satisfied but
lacked emotional bond w/ store

CURRENT DEVELOPMENTS IN
UNION ORGANIZING

Wal-Mart has won all but one of seven union votes in


U.S. (as of 10/02)

One U win was butchers dept in TX store, which was


disbanded two weeks after election

Co announced plans to phase out butchers and use prepackaged


meat in 180 stores, said timing of decision was a coincidence

When Wal-Mart acquired Woolworths operations in Canada, it


bought 120 stores, but not the seven that were unionized
Wal-Mart EVP of People: Where associates feel free to
communicate openly with their management, why would they
need a third party to represent them?
Co gives managers 56-page guide, The Managers Toolbox to
Remaining Union Free

Its important for you to be constantly alert for efforts by a union to


organize your associates

CURRENT DEVELOPMENTS IN
UNION ORGANIZING

In the 1970s, General Motors was the nations largest


corporate employer, and thanks to its contracts with the
UAW, it not only set the standards, but it raised the
standards for all workers. Wal-Mart is doing the exact
opposite. Nowadays it is the nations largest corporate
employer, and it is lowering standards for everyone.

Organizing director for UFCW

Wal-Mart says its average hourly pay for FT eves is


$9.68/hr

UFCW counters that its only $8.23/hr (based on independent


statistical analysis)
BLS estimates average hourly wage for all non-supervisory retail
ees is $12.34

Wal-Mart spokesman says BLS data inflated by overtime, and that


Wal-Marts pay scale is competitive

MANAGEMENT OF WORKFORCE AND


OTHER PRACTICES AT WALMART.
WORKFORCE PLANING Work force planning and preparation of all your options before going into the real
work set for the staff to get the organizational goals is very important issue
It is well understood principle that the people are organization's important asset. Because without the capable
staff it is difficult for all organizations to reach towards their goals
The bulk of organizational improvement will come only after ensuring that the right staff with the right skills,
knowledge and behaviors present in the organization.
EMPLOYMENT REQUIREMENTS Critical stage in the recruitment of human resources management. It
should be well planned and structured so that the organization can recruit the right person for the right place
instead of just making the availability of another person at work
There are many of the problems faced during this process and managers for some time and the inability to
focus, time and financial resources necessary to make this process effective. Wal-Mart that always take
qualified personnel and according to it, and it makes employees with proper education and skills efficiency

DEVELOPMENT AND TRANING Appointment comes after the


development and training stage. Most the organizations unfortunately
sometimes even for technical jobs do not provide adequate training for
their employees before hiring and employment
There must be made sound system which can ensure that the
Organization the necessary arrangements to work before and on the job
training and development for their employees The-job training is the
main part in the field of human resources at Wal-Mart is now not only
offers these courses for their employees, but in times of recession, they
offer training courses for some people who are by this time of recession

External Recruitment

Except of internal promotion, Wal-Mart also recruits for associates and


high level managers. According to the history of Wal-Mart, company has
hired many business owners when it first started.

CONCLUSION

Wal-Mart hiring more than 1 million employees


over next five years

Advancement opportunities

College recruiting

65% of store managers began in hourly jobs


Internships in pharmacy and merchandising

Management trainee program for college students

THANK
YOU